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2011
Vol.25 Intellectual Ability and
                  Physical Strength.
Vol.24 Personal Information
                      Protection Law.
Vol.23 Stripping off.
Vol.22 Capability and
                       Determination.
Vol.21 For whom do
                    companies exist?
Vol.20 Children, be strong.
Vol.19 Tips for child rearing.
2010(6)
2009(5)
2008(4)
2007(3)
Vol.22 Capability and Determination.
 Basic capabilities of a person primarily consist of physical strength, vitality and intellectual ability. The so called “mind (vitality)”, “technique (intellectual ability)” and “body (physical strength)”in sumo correspond to these capabilities. Only by maintaining a good balance of these three skills at a high level can a sumo wrestler become a champion.

 This theory is also behind the requirements for the top management of a company. When one is physically and mentally weak he cannot make sound decisions. On the other hand, if he has a strong sense of purpose his strength and spirit naturally rises. Therefore, if one becomes ill due to stress upon facing difficulties and is easily hospitalized, it may not be an overstatement to say that he lacks the quality of a top manager in terms of physical and mental strength.

 As for the intellectual ability, the majority of those in top management have graduated from elite universities and have high academic standards. However, this is where the problem lies. There is a huge difference between academic achievements gained through repetition of simple “1+1=2” sums and studying with a questioning mind – questioning whether “1+1=3” is possible. In fact, there are cases in human society where work efficiency trebles if two people work together hand in hand.

 One’s criteria of judgement are gradually formed through constant questioning and repetition of trial and error, finally turning into unshakable conviction. This, I believe, leads to the development of judgement and determination to support this conviction. However, determination does not grow in government offices and firms that handle public projects, where stereotyped way of thinking and nature of work are predominant, and there is no opportunity to learn by mistakes.

 It is said that it is important to know when to quit, and that is what determines a person’s value. Isn’t it necessary, then, for a leader to have self-awareness and judgement upon failing to perform one’s duty as top management, and determination to quit?
End.
Masaru Sugaya

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